Analyzing the effects of diversity perceptions and shared leadership on emotional conflict: a dynamic approach

Acar, Feride

doi:10.1080/09585192.2010.500492

Cited by 55 publications

(67 citation statements)

References 92 publications

(163 reference statements)

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“…Given the dynamic nature of most commercial settings, this is likely to be an important characteristic. However, of the 40 studies reviewed, only five adopted a longitudinal approach (Acar ; Carte et al . ; Drescher et al .…”

Section: Conceptualizing Sl In Commercial Settingsmentioning

confidence: 99%

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Shared Leadership in Commercial Organizations: A Systematic Review of Definitions, Theoretical Frameworks and Organizational Outcomes

Sweeney

Clarke

Higgs

2018

Int J Management Reviews

119

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The importance of context has been well established in studies of leadership (Bryman, A. and Stephens, M. (1996). The importance of context: qualitative research and the study of leadership. Leadership Quarterly, 7, pp. 353–371; Pettigrew, A. and Whipp, R. (1991). Managing Change for Competitive Success. Oxford: Blackwell). However, recent reviews of shared leadership have tended to merge findings across commercial and non‐commercial settings, disregarding contextual differences in these distinctive domains. Acknowledging that the challenges of leadership may vary in different organizational contexts, this paper argues that a focused review of shared leadership in commercial organizations (COs) is needed. The authors thus systematically review findings from over twenty years of empirical research on the practice of shared leadership in commercial organizations, critically reviewing definitions, theoretical dispositions and measurement approaches adopted in the field, before evaluating the impact of shared leadership on performance in this context. Findings from commercial and non‐ commercial organizations are then compared, highlighting significant differences in the conceptualization of shared leadership in these distinct settings. Contributing to theory in this field, a framework is developed, mapping the landscape of current research in commercial contexts, revealing critical gaps in our present understanding of shared leadership processes. Consequently, a model summarizing a proposed research agenda for future studies is provided, highlighting the need for such research to focus on the interactions of individuals as they share in the leadership of their team.

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Section: Conceptualizing Sl In Commercial Settingsmentioning

confidence: 99%

“…). Finally, Acar () reports that SL moderates the relationship between diversity and emotional conflict, rendering groups more effective as a result.…”

Section: Framework Of Current Researchmentioning

confidence: 99%

Shared Leadership in Commercial Organizations: A Systematic Review of Definitions, Theoretical Frameworks and Organizational Outcomes

Sweeney

Clarke

Higgs

2018

Int J Management Reviews

119

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“…Further, when more than one person participate in leadership roles, multiple perspectives emerge, which leads to more diverse information and better processing (Hoch ; van Knippenberg and Schippers ; Williams and O'Reilly ). For example, multiple studies within the review suggest better information processing when multiple team members of varying ages, genders or cultures are engaging in leadership (Acar ; Hoch et al . ; Muethel et al .…”

Section: Multi‐leader Team Configuration‐contextualizationmentioning

confidence: 99%

“…For example, a common approach to operationalizing the extent to which there are multiple leaders within a team entails aggregating the number of leadership roles undertaken by members of the team (e.g. Acar ; Heck and Hallinger ; Hiller et al . ; Wahlstrom and Louis ).…”

Section: Introductionmentioning

confidence: 99%

Multi‐Leader Teams in Review: A Contingent‐Configuration Perspective of Effectiveness

Dust

Ziegert

2015

Int J Management Reviews

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Multi-leader teams are characterized by multiple leaders exhibiting mutual influence on each other while working towards a common team goal. An unexplored assumption in this literature is that increasing the number of leaders is related to heightened team effectiveness. The authors propose that this notion is oversimplified and suggest a contingency model of multi-leader team effectiveness. The authors suggest that the context determines the effectiveness of a particular multi-leader team configuration, because each formation has unique internal team mechanisms. To investigate this perspective, we review the multi-leader team literature (175 articles) by categorizing the extant theory and research as falling within nine multi-leader configurations along two key dimensions: (1) the proportion of leaders within a team; and(2) the dispersion of leadership through role co-enactment of team leaders. This framework enables a more coherent understanding as to the benefits and the costs of each specific multi-leader team configuration and a clearer evaluation of the contexts in which varying configurations are most effective. Four emerging themes related to configuration-contextualization are explained and theoretical implications for interpreting leadership effectiveness in multi-leader team settings are discussed.

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“…Igualmente, se hace necesaria una capacitación en materia de percepción emocional para los vendedores, siempre y cuando esté acompañada de las etapas correspondientes al proceso de ventas, especialmente, tanto las conductas de ventas como las orientaciones y la adaptación al cliente, ya que sin esta habilidad el buen desempeño en las ventas se puede ver mermado (Acar, 2010). Los resultados de la investigación de Kidwell, Macfarland y Ávila (2007) afirman que los vendedores que tienen bajos niveles de percepción emocional no solo reducen el uso eficaz de los comportamientos relacionados con la venta, sino de hecho, pueden afectar negativamente las relaciones con los clientes.…”

Section: Conclusiones De Los Revisoresunclassified

Inteligencia emocional y percepción de las emociones básicas como un probable factor contribuyente al mejoramiento del rendimiento en las ventas: Una investigación teórica

et al. 2016

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La inteligencia emocional es uno de los conceptos que ha empezado a transformar el mundo empresarial gracias a los avances en el reconocimiento y el manejo de las emociones. Este es un campo que permitirá la elaboración de estrategias para robustecer los procesos de desarrollo organizacional. El presente artículo de investigación bibliográfica, sistematiza y aporta a la producción científica sobre el concepto de inteligencia emocional y sus potenciales aplicaciones al proceso de ventas. El objetivo de este estudio fue el de conceptualizar acerca del rol que puede jugar la percepción de los distintos estados emocionales en el proceso de ventas y cómo esto puede ayudar a mejorar el rendimiento empresarial.

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Analyzing the effects of diversity perceptions and shared leadership on emotional conflict: a dynamic approach

Cited by 55 publications

References 92 publications

Shared Leadership in Commercial Organizations: A Systematic Review of Definitions, Theoretical Frameworks and Organizational Outcomes

Shared Leadership in Commercial Organizations: A Systematic Review of Definitions, Theoretical Frameworks and Organizational Outcomes

Multi‐Leader Teams in Review: A Contingent‐Configuration Perspective of Effectiveness

Inteligencia emocional y percepción de las emociones básicas como un probable factor contribuyente al mejoramiento del rendimiento en las ventas: Una investigación teórica

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